Just looking through the Product Manager section, I find it telling that almost all entries are “low” risk to the project, particularly the Sales Liason. The ones with high risk are about vague requirements, changing requirements without increasing deadlines, or being a people pleaser.
In practice, none of the six companies I’ve worked for has ever used anything other than vague requirements at all times for all teams, whatever gives the most fungibility to the product / sales side of the organization. Adding scope definitely requires amending deadlines, so I can agree with that, but a Sales Liason is low risk to the project? No way.
It makes me question who is writing this and what their personal perspective is for choosing the taxonomy of risks, which in turn makes this whole thing seem childish to me and certainly not any kind of broadly applicable way of analyzing people at work or risks that are posed.
Meanwhile, there is actual research literature that attempts to study things of a similar vein, e.g.
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Just looking through the Product Manager section, I find it telling that almost all entries are “low” risk to the project, particularly the Sales Liason. The ones with high risk are about vague requirements, changing requirements without increasing deadlines, or being a people pleaser.
In practice, none of the six companies I’ve worked for has ever used anything other than vague requirements at all times for all teams, whatever gives the most fungibility to the product / sales side of the organization. Adding scope definitely requires amending deadlines, so I can agree with that, but a Sales Liason is low risk to the project? No way.
It makes me question who is writing this and what their personal perspective is for choosing the taxonomy of risks, which in turn makes this whole thing seem childish to me and certainly not any kind of broadly applicable way of analyzing people at work or risks that are posed.
Meanwhile, there is actual research literature that attempts to study things of a similar vein, e.g.
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